Sustainability Company Quotes

It doesn't interest me what you do for a living. I want to know what you ache for, and if you dare to dream of meeting your heart's longing. It doesn't interest me how old you are. I want to know if you will risk looking like a fool for love, for your dream, for the adventure of being alive. It doesn't interest me what planets are squaring your moon. I want to know if you have touched the center of your own sorrow, if you have been opened by life's betrayals or have become shriveled and closed from fear of further pain!I want to know if you can sit with pain, mine or your own, without moving to hide it or fade it, or fix it. I want to know if you can be with joy, mine or your own, if you can dance with wildness and let the ecstasy fill you to the tips of your fingers and toes without cautioning us to be careful, to be realistic, to remember the limitations of being human. It doesn't interest me if the story you are telling me is true. I want to know if you can disappoint another to be true to yourself; if you can bear the accusation of betrayal and not betray your own soul; if you can be faithlessand therefore trustworthy. I want to know if you can see beauty even when it's not pretty, every day,and if you can source your own life from its presence. I want to know if you can live with failure, yours and mine, and still stand on the edge of the lake and shout to the silver of the full moon, “Yes!” It doesn't interest me to know where you live or how much money you have. I want to know if you can get up, after the night of grief and despair, weary and bruised to the bone, and do what needs to be done to feed the children. It doesn't interest me who you know or how you came to be here. I want to know if you will stand in the center of the fire with me and not shrink back. It doesn't interest me where or what or with whom you have studied. I want to know what sustains you, from the inside, when all else falls away. I want to know if you can be alone with yourself and if you truly like the company you keep in the empty moments.

. . I wonder if I’ll ever be able to have what I like or if my tastes are too various to be sustained by one of anything.

Acquire knowledge, it enables its professor to distinguish right from wrong; it lights the way to heaven. It is our friend in the desert, our company in solitude and companion when friendless. It guides us to happiness, it sustains us in misery, it is an ornament amongst friends and an armour against enemies.

In this ever-changing society, the most powerful and enduring brands are built from the heart. They are real and sustainable. Their foundations are stronger because they are built with the strength of the human spirit, not an ad campaign. The companies that are lasting are those that are authentic.

Any man who barely sustains an armistice with himself has no business poking around in an alien soul.

O Divine Poesy, goddess, daughter of Zeus, sustain for me this song of the various-minded man who, after he had plundered the innermost citadel of hallowed Troy, was made to stay grievously about the coasts of men, the sport of their customs, good and bad, while his heart, through all the sea-faring, ached with an agony to redeem himself and bring his company safe home. Vain hope – for them. The fools! Their own witlessness cast them aside. To destroy for meat the oxen of the most exalted Sun, wherefore the Sun-god blotted out the day of their return. Make this tale live for us in all its many bearings, O Muse.” – from Homer’s Odyssey, translation by T.E. Lawrence (Lawrence of Arabia)

In today's competitive business landscape, a board's primary responsibility is to ensure the long-term success and sustainability of the organization.

THE INVITATION by Oriah Mountain Dreamer It doesn't interest me what you do for a living. I want to know what you ache for, and if you dare to dream of meeting your heart's longing. It doesn't interest me how old you are. I want to know if you will risk looking like a fool for love, for your dreams, for the adventure of being alive. It doesn't interest me what planets are squaring your moon. I want to know if you have touched the center of your own sorrow, if you have been opened by life's betrayals or have become shriveled and closed from fear of future pain. I want to know if you can sit with pain, mine or your own, without moving to hide it, or fade it, or fix it. I want to know if you can be with joy, mine or your own, if you can dance with wildness and let the ecstasy fill you to the tips of your fingers and toes without cautioning us to be careful, to be realistic, to remember the limitations of being human. It doesn't interest me if the story you are telling me is true. I want to know if you can disappoint another to be true to yourself; if you can bear the accusation of betrayal and not betray your own soul; if you can be faithless and therefore trustworthy. I want to know if you can see beauty even when it's not pretty, every day, and if you can source your own life from its presence. I want to know if you can live with failure, yours or mine, and still stand on the edge of the lake and shout to the silver of the full moon, "yes!" It doesn't interest me who you know, or how you came to be here. I want to know if you will stand in the center of the fire with me and not shrink back. It doesn't interest me where or what or with whom you have studied. I want to know what sustains you, from the inside, when all else falls away. I want to know if you can be alone with your and if you truly like the company you keep in the empty moments.

I wonder if I'll ever be able to have what I like or if my tastes are too various to be sustained by one of anything.

Ensuring the company's sustainable success requires building resilience into the business model to withstand external shocks.

Ensuring the company's sustainable success requires a board that champions a value-centric approach to decision making.

Ensuring the company's sustainable success requires a board that ensures the accuracy and transparency of financial reporting.

Ensuring the company's sustainable success requires a relentless focus on creating value for all stakeholders, not just shareholders.

As sustainability is the new digital, every company needs to be an energy company.

Profitability metrics are the lifeblood of any business. They reveal the company's ability to generate profit, a fundamental indicator of its success and sustainability.

By embracing a holistic approach to value creation, you can position your company for long-term success, build a resilient and sustainable business, and make a positive impact on the world.

I thought about Maggie and how passion was a difficult thing to sustain, but that friendship had a pace that could go on forever.

A major intent is to show that underlying the extraordinary complexity, diversity, and apparent messiness of the world we live in lies a surprising unity and simplicity when viewed through the lens of scale.

AI allows companies and municipalities to now simulate strategy before implementation. And that has profound effects on productivity.

While exponential growth is a remarkable manifestation of our extraordinary accomplishments as a species, built into it are the potential seeds of our demise and the portent of big troubles just around the next corner.

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

But I have one want which I have never yet been able to satisfy; and the absence of the object of which I now feel as a most severe evil. I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me; whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother!

I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathize with me, whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend.

If a company cannot generate profit, if cannot sustain itself and continue to create value for people.

O Divine Poesy, goddess, daughter of Zeus, sustain for me this song of the various-minded man who, after he had plundered the innermost citadel of hallowed Troy, was made to stay grievously about the coasts of men, the sport of their customs, good and bad, while his heart, through all the sea-faring, ached with an agony to redeem himself and bring his company safe home. Vain hope – for them. The fools! Their own witlessness cast them aside. To destroy for meat the oxen of the most exalted Sun, wherefore the Sun-god blotted out the day of their return. Make this tale live for us in all its many bearings, O Muse.

Financial health is the lifeblood of any organization. It's the engine that drives growth, innovation, and long-term sustainability. A company's financial performance determines its ability to invest in new products or services, attract and retain top talent, weather economic downturns, and ultimately, fulfill its mission.

The crucial fact about sustainability is that it is not a micro phenomenon: there can be no such thing as a “sustainable” house, office building, or household appliance, for the same reason that there can be no such thing as a one-person democracy or a single-company economy.

By understanding and embracing Permaculture Economics, boards can help their companies become positive change agents, driving innovation, and creating a more equitable and sustainable world.

Here is an all-too-brief summary of Buffett’s approach: He looks for what he calls “franchise” companies with strong consumer brands, easily understandable businesses, robust financial health, and near-monopolies in their markets, like H & R Block, Gillette, and the Washington Post Co. Buffett likes to snap up a stock when a scandal, big loss, or other bad news passes over it like a storm cloud—as when he bought Coca-Cola soon after its disastrous rollout of “New Coke” and the market crash of 1987. He also wants to see managers who set and meet realistic goals; build their businesses from within rather than through acquisition; allocate capital wisely; and do not pay themselves hundred-million-dollar jackpots of stock options. Buffett insists on steady and sustainable growth in earnings, so the company will be worth more in the future than it is today.

The two dominant components that constitute a city, its physical infrastructure and its socioeconomic activity, can both be conceptualized as approximately self-similar fractal-like network structures.

A lot can be learned from the big companies of today. Companies like Amazon have revolutionized logistics, companies like Tesla have revolutionized sustainable systems, companies like Microsoft and Google have revolutionized data mining and data distribution, companies like Maersk have revolutionized Supply Chains, companies like Gardein and Beyond Meat have revolutionized food. Every company can serve as a case study of some kind with various lessons that can be learned.

The late maverick economist Kenneth Boulding perhaps best summed it up when testifying before the U.S. Congress, declaring that “anyone who believes exponential growth can go on forever in a finite world is either a madman or an economist.

It is all too often forgotten that the whole point of a city is to bring people together, to facilitate interaction, and thereby to create ideas and wealth, to enhance innovative thinking and encourage entrepreneurship and cultural activity by taking advantage of the extraordinary opportunities that the diversity of a great city offers.

Allowing people the freedom to pursue their own interests (within the limits of just conduct) is the best and only sustainable way to achieve societal progress. For individuals to develop and have a chance at happiness, they must be free to make their own choices and mistakes, rather than be forced to accept choices made for them by others.

When the world is constantly changing, the speed at which you can learn is the only thing that can give you a long-term, sustainable advantage.

The ability to make risk scenario simulations is a profoundly helpful to company leadership to engage in risk management.

Implementing Green Infrastructure on the company’s properties is one of the simplest ways to improve its ESG performance.

The ability to make risk scenario simulations is a profoundly helpful way for company leadership to engage in risk management.

Data for data’s sake, or the mindless gathering of big data, without any conceptual framework for organizing and understanding it, may actually be bad or even dangerous.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

Companies should understand their cost structure to make informed decisions, optimize operations, and enhance profitability. This knowledge enables them to identify areas for cost reduction, pricing strategies, and resource allocation, ultimately contributing to financial sustainability and competitiveness.

Cities are sustained by similar network systems such as roads, railways, and electrical lines that transport people, energy, and resources and whose flow is therefore a manifestation of the metabolism of the city.

So in marked contrast to infrastructure, which scales sublinearly with population size, socioeconomic quantities—the very essence of a city—scale superlinearly, thereby manifesting systematic increasing returns to scale.

Knowing and being cognizant of the underlying principles and dynamics, seeing the problem in a broad systemic context, thinking quantitatively and analytically, all need to be integrated with the necessarily dominant focus on detail relevant to the specific problem in order to optimize design and minimize unintended consequences.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

Companies should seek opportunities for cost reduction to improve efficiency, increase profitability, and maintain a competitive edge. Cost reduction efforts can lead to better financial health, enhanced competitiveness, and the ability to allocate resources to other critical areas of the business, fostering long-term growth and sustainability.

Companies should monitor key performance indicators (KPIs) because they provide critical insights into the health and success of the business. Regular KPI tracking helps companies make data-driven decisions, identify areas for improvement, and stay aligned with their strategic goals, ultimately contributing to sustained growth and profitability.

What the visual media could not carry into living rooms, the general public could not long remain exercised about. Statistically, a majority of the electorate could not or did not read complicated issues; no pictures, no news; no news, no event; no great sympathy on the part of the public nor sustained interest from the media: safe politics for the Company.

While directly serving their customers, companies should indirectly serve the interests of society by taking responsibility for the holistic impact of their activities. Its simply a more broad view of value creation. This is what ESG is all about.

From a scientific perspective the truly revolutionary character of the Industrial Revolution was the dramatic change from an open system where energy is supplied externally by the sun to a closed system where energy is supplied internally by fossil fuel.

weird ideas spark innovation because each helps companies do at least one of three things: (1) increase variance in available knowledge, (2) see old things in new ways, and (3) break from the past. These are the three basic organizing principles for innovative work,

Corporate Social Responsibility is a company’s commitment to its stakeholders — to conduct business in an economically, socially and environmentally sustainable manner. At scale, and with mass buy-in, society at whole is the beneficiary of Multiplicative Value Effects.

Companies should assess the impact of debt on capital structure to maintain financial stability and optimize their cost of capital. This evaluation helps them strike the right balance between debt and equity, ensuring efficient financing, lower interest expenses, and sustainable growth.

I have a rule of thumb, one that will often enough rescue from one miserable situation only to plunge me into the next one. That is why to this day I have never made it as a general, a company executive, a cardinal, or a university professor, but only enjoy my status as a jester at my own private court and as a chronicler of the applied recollections of Vigoleis. This life-sustaining maxim of mine is as follows: in case of doubt, let truth be told.

Many of the most interesting phenomena that we have touched upon fall into this category, including the occurrence of disasters such as earthquakes, financial market crashes, and forest fires. All of these have fat-tail distributions with many more rare events, such as enormous earthquakes, large market crashes, and raging forest fires, than would have been predicted by assuming that they were random events following a classic Gaussian distribution.

Companies should embrace sustainable business practices because it demonstrates corporate responsibility, reduces environmental impact, and appeals to socially conscious consumers. Sustainable practices not only contribute to a better planet but can also enhance brand image, customer loyalty, and long-term profitability.

Strategic tax management also enhances a company's competitiveness by enabling them to make informed financial decisions, attract investors, and adapt to changing tax regulations. It helps in minimizing financial risk and ensuring that the company's financial health remains strong, fostering long-term sustainability and growth.

When I reflect on my companions’ inner natures I usually wish I controlled one small talent. I wish I could look inside them and unmask the darks and brights that move them. Then I take a quick look into the jungle of my own soul and thank heaven that I cannot. Any man who barely sustains an armistice with himself has no business poking around in an alien soul.

Companies should assess and mitigate financial risks because doing so safeguards their financial stability, protects investments, and ensures they are better prepared to weather economic uncertainties. By identifying and managing potential risks, businesses can reduce the likelihood of adverse financial events and maintain a strong, sustainable financial position.

This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed.

Predictable marketing requires an understanding of the circumstances in which customers buy or use things. Specifically, customers—people and companies—have “jobs” that arise regularly and need to get done. When customers become aware of a job that they need to get done in their lives, they look around for a product or service that they can “hire” to get the job done.

It doesn't interest me what you do for a living. I want to know what you ache for, and if you dare to dream of meeting your heart’s longing. It doesn’t interest me how old you are. I want to know if you will risk looking like a fool for love, for your dream, for the adventure of being alive. It doesn’t interest me what planets are squaring your moon. I want to know if you have touched the center of your own sorrow, if you have been opened by life’s betrayals or have become shriveled and closed from fear of further pain. I want to know if you can sit with pain, mine or your own, without moving to hide it or fade it or fix it. I want to know if you can be with joy, mine or your own, if you can dance with wildness and let the ecstasy fill you to the tips of your fingers and toes without cautioning us to be careful, to be realistic, to remember the limitations of being human. It doesn’t interest me if the story you are telling me is true. I want to know if you can disappoint another to be true to yourself; if you can bear the accusation of betrayal and not betray your own soul; if you can be faithless and therefore trustworthy. I want to know if you can see beauty, even when it’s not pretty, every day, and if you can source your own life from its presence. I want to know if you can live with failure, yours and mine, and still stand on the edge of the lake and shout to the silver of the full moon, “Yes!” It doesn’t interest me to know where you live or how much money you have. I want to know if you can get up, after the night of grief and despair, weary and bruised to the bone, and do what needs to be done to feed the children. It doesn’t interest me who you know or how you came to be here. I want to know if you will stand in the center of the fire with me and not shrink back. It doesn’t interest me where or what or with whom you have studied. I want to know what sustains you, from the inside, when all else falls away. I want to know if you can be alone with yourself and if you truly like the company you keep in the empty moments.

When solving problems in business, having a diversity of perspectives ultimately yields better and more implementable solutions. And companies that are better able to solve problems are better positioned to succeed in the marketplace. So DEI is really about a business’ ability to thrive in the marketplace — it’s not about acts of charity and it’s really not even about social justice.

Linton did not appear to remember what she talked of and he had evidently great difficulty in sustaining any kind of conversation. His lack of interest in the subjects she started, and his equal incapacity to contribute to her entertainment, were so obvious that she could not conceal her disappointment. An indefinite alteration had come over his whole person and manner. The pettishness that might be caressed into fondness, had yielded to a listless apathy; there was less of the peevish temper of a child which frets and teases on purpose to be soothed, and more of the self-absorbed moroseness of a confirmed invalid, repelling consolation, and ready to regard the good-humoured mirth of others as an insult. Catherine perceived, as well as I did, that he held it rather a punishment, than a gratification, to endure our company.

We need to understand how the dynamics of innovation, technological advances, urbanization, financial markets, social networks, and population dynamics are interconnected and how their evolving interrelationships fuel growth and societal change—and, as manifestations of human endeavors, how they are all integrated into a holistic interacting systemic framework . . . and whether such a dynamically evolving system is ultimately sustainable.

The earth is a living, conscious being. In company with cultures of many different times and places, we name these things as sacred: air, fire, water, and earth. Whether we see them as the breath, energy, blood, and body of the Mother, or as the blessed gifts of a Creator, or as symbols of the interconnected systems that sustain life, we know that nothing can live without them. To call these things sacred is to say that they have a value beyond their usefulness for human ends, that they themselves become the standards by which our acts, our economics, our laws, and our purposes must be judged. No one has the right to appropriate them or profit from them at the expense of others. Any government that fails to protect them forfeits its legitimacy. All people, all living things, are part of the earth life, and so are sacred. No one of us stands higher or lower than any other. Only justice can assure balance: only ecological balance can sustain freedom. Only in freedom can that fifth sacred thing we call spirit flourish in its full diversity. To honor the sacred is to create conditions in which nourishment, sustenance, habitat, knowledge, freedom, and beauty can thrive. To honor the sacred is to make love possible. To this we dedicate our curiosity, our will, our courage, our silences, and our voices. To this we dedicate our lives.

In contrast to emotional hunger, which has a profound detrimental effect on the growing child, real love sustains and nurtures. Genuine love may be operationally defined as those behaviors that enhance the well-being of children and assist them in reaching their full potential. Outward manifestations of love can be observed in people who make real emotional contact with another person; that is, they have frequent eye contact, display spontaneous, nonclinging physical affection, and take obvious pleasure in the other person's company. In an intimate relationship, love is expressed through direct, honest communication, mutual respect, acknowledgement of each other's boundaries, and a desire to share and cooperate.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

It seems wrong to call it "business". It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that "stakes" didn't mean "money". For some, I realize, business is the all-out pursuit of profits, period, full stop, but for use business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day of the human body isn't our mission as human beings. It's a basic process that enables our higher aims, and life always strives to transcend the basic processes of living–and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great business do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the life of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you're participating more fully in the whole grand human drama. More than simply alive, you're helping other to live more fully, and if that's business, all right, call me a businessman.

There is always a price to pay when energy is processed; there is no free lunch. Because energy underlies the transformation and operation of literally everything, no system operates without consequences. Indeed, there is a fundamental law of nature that cannot be transgressed, called the Second Law of Thermodynamics, which says that whenever energy is transformed into a useful form, it also produces “useless” energy as a degraded by-product: “unintended consequences” in the form of inaccessible disorganized heat or unusable products are inevitable. There

That said, however, we did notice one particularly provocative form of economic insight that every good-to-great company attained, the notion of a single “economic denominator.” Think about it in terms of the following question: If you could pick one and only one ratio—profit per x (or, in the social sector, cash flow per x)—to systematically increase over time, what x would have the greatest and most sustainable impact on your economic engine? We learned that this single question leads to profound insight into the inner workings of an organization’s economics.

Sober for seven years, Spencer had replaced his heroin and methamphetamine addiction with martial arts even before he’d left for federal prison. The jujitsu practice had sustained him throughout his incarceration—even when his girlfriend dumped him and when his former martial-arts teacher and onetime father figure was arrested and jailed for taking indecent liberties with a teenage female student. Spencer stuck to his recovery and to his prison workouts, ignoring the copious drugs that had been smuggled inside, and he read voraciously about mixed martial arts. Using the Bureau of Prisons’ limited email system, he had Ginger copy articles about various MMA fighters—laboriously pasting in one block of text at a time—so he could memorize pro tips and workout strategies and, eventually, through her, reach out directly to fighters and studio owners for advice.

With official slavery gone, there were big parliamentary debates about how to sustain the same regime. What would stop a former slave from going up into the hills, where there was plenty of land, and just living happily there? They hit on the same method that everyone hits on: try to capture them with consumer goods. So they offered teasers—easy terms, gifts. And then when people got trapped into wanting consumer goods and started getting into debt at company stores, pretty soon you had a restoration of something similar to slavery, from the plantation owners’ point of view.

It doesn’t interest me what you do for a living. I want to know what you ache for and if you dare to dream of meeting your heart’s longing. It doesn’t interest me how old you are. I want to know if you will risk looking like a fool for love for your dream for the adventure of being alive. It doesn’t interest me what planets are squaring your moon... I want to know if you have touched the centre of your own sorrow if you have been opened by life’s betrayals or have become shrivelled and closed from fear of further pain. I want to know if you can sit with pain mine or your own without moving to hide it or fade it or fix it. I want to know if you can be with joy mine or your own if you can dance with wildness and let the ecstasy fill you to the tips of your fingers and toes without cautioning us to be careful to be realistic to remember the limitations of being human. It doesn’t interest me if the story you are telling me is true. I want to know if you can disappoint another to be true to yourself. If you can bear the accusation of betrayal and not betray your own soul. If you can be faithless and therefore trustworthy. I want to know if you can see Beauty even when it is not pretty every day. And if you can source your own life from its presence. I want to know if you can live with failure yours and mine and still stand at the edge of the lake and shout to the silver of the full moon, “Yes.” It doesn’t interest me to know where you live or how much money you have. I want to know if you can get up after the night of grief and despair weary and bruised to the bone and do what needs to be done to feed the children. It doesn’t interest me who you know or how you came to be here. I want to know if you will stand in the centre of the fire with me and not shrink back. It doesn’t interest me where or what or with whom you have studied. I want to know what sustains you from the inside when all else falls away. I want to know if you can be alone with yourself and if you truly like the company you keep in the empty moments.

In the boreal forests there is reason to hope that we’ll guide the human part of this relationship with forethought. Over the last two decades, continent wide planning for conservation, forestry, and industry in the boreal forest have brought people together who have fought for years in the law courts. Now timber companies, industry, conservation groups, environmental activists, and governments, including those of the First Nations, are talking to one another. Such human talk is part of the forest’s larger system of thought, one way that the living network can achieve a measure of coherence; a diffuse conversation, able to listen and to adapt. To date, swaths of boreal forest as big as many countries- hundreds of thousands of square kilometers- more than 10 percent of Canada’s boreal forest- have been mapped for conservation, for carbon-savvy logging, for threatened animals, and for sustainable timber production.

To maintain order and structure in an evolving system requires the continual supply and use of energy whose by-product is disorder. That’s why to stay alive we need to continually eat so as to combat the inevitable, destructive forces of entropy production. Entropy kills. Ultimately, we are all subject to the forces of “wear and tear” in its multiple forms. The battle to combat entropy by continually having to supply more energy for growth, innovation, maintenance, and repair, which becomes increasingly more challenging as the system ages, underlies any serious discussion of aging, mortality, resilience, and sustainability, whether for organisms, companies, or societies.

For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE

Under conditions of extreme deprivation people will continue to grow crops that promise economic relief, and they will continue to trade in those crops and their products. The ultimate beneficiaries are neither the impoverished Afghan or Columbian peasant nor the street-corner pusher in the U.S. ghetto or on Vancouver’s skid row. The illegality of mind-altering substances enriches drug cartels, crime syndicates, and their corrupt enablers among politicians, government officials, judges, lawyers, and police officers around the world. If one set out deliberately to fashion a legal system designed to maximize and sustain the wealth of international drug criminals and their abettors, one could never dream up anything to improve upon the present one—except, perhaps, to add tobacco to the list of contraband substances. That way the traffickers and their allies could profit even more, although it’s unimaginable that their legally respectable counterparts—tax-hungry governments and the nicotine pushers in tobacco company boardrooms—would ever allow that to happen.

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

I am off to a life where I can exist in a room and not have to pretend I want to be there. I am off to hear people who have something to say. I don’t even have to agree with it— I just want to know what it’s like to listen to a real sentence. I long for a time where I don’t wish the day would be over. This means leaving the company. I can wonder, or I can wander—and it’s time for me to get lost. Reinvention is hard. To let it go? To admit you don’t love something anymore? That’s the stuff that kills you. But I must run before another workday asks for me again. Things are hard so that we can start. I feel like fate is blindfolding me. My arms reach out not knowing if I’ll impale myself or secure my foothold—but all great things come from motion. Nothing begets nothing. And I’m scared, but I have the movies with me. The things we love require us. I wonder what would happen if everyone in the world did what they loved. Would things fall into place and leave no empty spaces? Would there be harmony in the work field? Sustainable marriages? Children with parents? Dirty water? Would there be resignation letters?

the first businesses in the United States to implement Owen’s 8-hour day was the Ford Motor Company. In 1914, it not only cut the standard workday to eight hours, but it also doubled its workers’ pay in the process. To the shock of many at the time, this resulted in a significant increase in productivity, and Ford’s profit margins doubled within two years of implementation.

To be an effective organisation, the structure of the organisation must be willing to adapt to a network model, leaving the old hierarchy model behind. We see the efficacy of the network model daily in many areas of our lives, and this greatly challenges the old from-top-to-down hierarchical model that many organisations have a hard time letting go of. But I suppose at the end of the day, it is a matter of survival. Simply put, in order to survive, one must adapt and to adapt today, means to take on a more networked approach to doing things in organisations, groups, companies and even in society as a whole (including politics). So in other words, in order for society in all of its forms from big to small, to move forward strongly, it must adapt to a framework that sees itself as a network rather than a hierarchy.

With the invention of the city and its powerful combination of economies of scale coupled to innovation and wealth creation came the great divisions of society. Our present social network structures barely existed in their present form until urban communities evolved. Hunter-gatherers were significantly less hierarchical, more egalitarian and community oriented than we are. The struggle and tension between unbridled individual self-enhancement and the care and concern for the less fortunate has been a major thread running throughout human history, especially over the past two hundred years. Nevertheless, it seems that without the motive of self-interest our entrepreneurial free market economy would collapse. The system we have evolved critically relies on people continually wanting new cars and new cell phones, new widgets and gadgets, new clothes and new washing machines, new thrills, new entertainment, and pretty much new everything, even when they already have enough of “everything.” It may not be a pretty picture and it doesn’t work for everyone, but so far, it’s worked remarkably well for most of us, and apparently most of us seem to want it to continue. Whether it can is a topic I’ll return to in the last chapter.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

People are not motivated by the bottom line. It’s about the human factor—and purpose is the driver. It’s what stirs our souls and inspires us to do great things over a sustained period of time.” Capitalism for these organizations capitalizes on human enterprise, not performance metrics. On people, not consumers. On relationships, not transactions. And on becoming the best company for the planet, not just on the planet.

You’re either remarkable or invisible,” says Seth Godin in his 2002 bestseller, Purple Cow.1 As he elaborated in a Fast Company manifesto he published on the subject: “The world is full of boring stuff—brown cows—which is why so few people pay attention…. A purple cow… now that would stand out. Remarkable marketing is the art of building things worth noticing.”2 When Giles read Godin’s book, he had an epiphany: For his mission to build a sustainable career, it had to produce purple cows, the type of remarkable projects that compel people to spread the word. But this left him with a second question: In the world of computer programming, where does one launch remarkable projects? He found his second answer in a 2005 career guide with a quirky title: My Job Went to India: 52 Ways to Save Your Job.3 The book was written by Chad Fowler, a well-known Ruby programmer who also dabbles in career advice for software developers.

Q: What are in your eyes the major defects in the West? A: The West has come to regard the values of freedom, the yardstick of human rights, as something Western. Many of them [westerns] specially in Europe take the values and the institutions on freedom, the institutions on science, curiosity, the individual, i mean, the rule of law and they’ve come to take that all for granted that they are not aware of the threat against it and not aware of the fact that you have to sustain it day by day as with all man made things. I mean, a building for example, the roof will leak, the paint will fall and you have to repaint it, you have to maintain it all the time it seems that people have forgotten that and perhaps part of the reason is because the generation that is now enjoying all the freedoms in the West is not the generations that built it; these are generations that inherited and like companies, family companies, often you’ll see the first generation or the second generation are almost always more passionate about the brand and the family company and name and keeping it all int he family and then the third generation live, use, take the money and they are either overtaken by bigger companies, swallowed up or they go bankrupt and I think there is an analogy there in that the generations after the second world war living today in Europe, United States may be different but I’m here much too short to say anything about it, is that there are people who are so complacent, they’ve always been free, they just no longer know what it is that freedom costs and for me that would be making the big mistake and you can see it. The education system in Europe where history is no longer an obligatory subject, science is no longer an obligatory subject, school systems have become about, look at Holland, our country where they have allowed parents, in the name of freedom, to build their own schools that we now have schools founded on what the child wants so if the child wants to play all day long then that is an individual freedom of the child and so it’s up to the child to decide whether to do math or to clay and now in our country in Holland, in the name of freedom of education, the state pays for these schools and I was raving against muslim schools and i thought about this cuz i was like you know ok in muslin schools at least they learn to count.

O infinite goodness of my God! It is thus that I seem to see both myself and Thee. O Joy of the angels, how I long, when I think of this, to be wholly consumed in love for Thee! How true it is that Thou dost bear with those who cannot bear Thee to be with them! Oh, how good a Friend art Thou, my Lord! How Thou dost comfort us and suffer us and wait until our nature becomes more like Thine and meanwhile dost bear with it as it is! Thou dost remember the times when we love Thee, my Lord, and, when for a moment we repent, Thou dost forget how we offended Thee. I have seen this clearly in my own life, and I cannot conceive, my Creator, why the whole world does not strive to draw near to Thee in this intimate friendship. Those of us who are wicked, and whose nature is not like Thine, ought to draw near to Thee so that Thou mayest make them good. They should allow Thee to be with them for at least two hours each day, even though they may not be with Thee, but are perplexed, as I was, with a thousand worldly cares and thoughts. In exchange for the effort which it costs them to desire to be in such good company (for Thou knowest, Lord, that at first this is as much as they can do and sometimes they can do no more at all) Thou dost prevent the devils from assaulting them so that each day they are able to do them less harm, and Thou givest them strength to conquer. Yea, Life of all lives, Thou slayest none of those that put their trust in Thee and desire Thee for their Friend; rather dost Thou sustain their bodily life with greater health and give strength to their souls.

In times of crisis you either deepen democracy, or you go to the other extreme and become totalitarian. Our struggles for democracy have taught us some important and valuable lessons. Over a million citizen activists of all ethnic groups, mostly young people, made history by going door to door, urging voters to go to the polls and send Barack Obama to the White House in 2008. We did this because we believed and hoped that this charismatic black man could bring about the transformational changes we urgently need at this time on the clock of the world, when the U.S. empire is unraveling and the American pursuit of unlimited economic growth has reached its social and ecological limits. We have since witnessed the election of our first black president stir increasingly dangerous counterrevolutionary resentments in a white middle class uncertain of its future in a country that is losing two wars and eliminating well-paying union jobs. We have watched our elected officials in DC bail out the banks while wheeling and dealing with insurance company lobbyists to deliver a contorted version of health care reform. We have been stunned by the audacity of the Supreme Court as it reaffirmed the premise that corporations are persons and validated corporate financing of elections in its Citizens United decision.

No one is perfect, and I see ways in which each of the companies I’ve profiled could adjust and improve their social media initiatives. Then again, I’m well aware that there are things I could do to improve my own efforts. Sustaining relationships and leveraging social networks is challenging work. Yet the thing that strikes me about the individuals who are leading the companies and brands profiled in this book is their excitement. They work like animals, and the economy is still wobbly, but when they talk about their work, you get the definite sense that all they see are doors of opportunity flying open every day. It’s as though social media has given all its users an equal platform on which they can build not just their careers, but their dreams.

Yet as one senior administration official noted to me, 'People who blithely say that we'd win a trade war because China obviously couldn't sustain the damage caused by cutting off their goods are just naive and silly.' Any significant trade restrictions the United States imposed on China would swiftly lead to an equally harmful retaliation on the United States. That is why the most effective lobbyists against tariffs on Chinese goods are American companies that buy from China, do business in China, or have ventures with Chinese firms. So as Obama's outburst [of 'I need leverage!' to staff on a visit to Asia in 2011] underscored, the form of leverage threatened most often by Washington politicians looking for an easy applause line actually offers little leverage at all.

In the longer term, by bringing together enough data and enough computing power, the data giants could hack the deepest secrets of life, and then use this knowledge not just to make choices for us or manipulate us but also to reengineer organic life and create inorganic life-forms. Selling advertisements may be necessary to sustain the giants in the short term, but tech companies often evaluate apps, products, and other companies according to the data they harvest rather than according to the money they generate. A popular app may lack a business model and may even lose money in the short term, but as long as it sucks data, it could be worth billions.4 Even if you don’t know how to cash in on the data today, it is worth having it because it might hold the key to controlling and shaping life in the future. I don’t know for certain that the data giants explicitly think about this in such terms, but their actions indicate that they value the accumulation of data in terms beyond those of mere dollars and cents. Ordinary humans will find it very difficult to resist this process. At present, people are happy to give away their most valuable asset—their personal data—in exchange for free email services and funny cat videos. It’s a bit like African and Native American tribes who unwittingly sold entire countries to European imperialists in exchange for colorful beads and cheap trinkets. If, later on, ordinary people decide to try to block the flow of data, they might find it increasingly difficult, especially as they might come to rely on the network for all their decisions, and even for their healthcare and physical survival.

How can HOW help us repair our faltering global economy? Only by getting our "hows" right can we ensure that we are sustainable. This can only be achieved when we are rooted in, and inspired by, sustainable values. The global economic meltdown supplied a perfect, but painful, example of how sustainability cannot be guided by situational values. The economic crash occurred because too many financial companies became disconnected from fundamental values and long-term sustainable thinking. Instead of nurturing sustainable collaborations, banks, lenders, borrowers and shareholders pursued short-term relationships founded on situational values. More than ever we need to get out of this cycle of crises and build long-term success and deep human connections so that we achieve enduring significance in today's globally interconnected world.

A Prayer for Grace and Illumination Stay with me, Lord, for it is necessary to have You present so that I do not forget You. You know how easily I abandon You. Stay with me, Lord, because I am weak and I need Your strength, that I may not fall so often. Stay with me, Lord, for You are my life, and without You, I am without fervor. Stay with me, Lord, for You are my light, and without You, I am in darkness. Stay with me, Lord, to show me Your will. Stay with me, Lord, so that I hear Your voice and follow You. Stay with me, Lord, for I desire to love You very much, and always be in Your company. Stay with me, Lord, if You wish me to be faithful to You. Stay with me, Lord, for as poor as my soul is, I wish it to be a place of consolation for You, a nest of Love. Stay with me, Jesus, for it is getting late and the day is coming to a close, and life passes, death, judgment, eternity approaches. It is necessary to renew my strength, so that I will not stop along the way and for that, I need You. It is getting late and death approaches. I fear the darkness, the temptations, the dryness, the cross, the sorrows. O how I need You, my Jesus, in this night of exile! Stay with me tonight, Jesus, in life with all its dangers, I need You. Let me recognize You as Your disciples did at the breaking of bread, so that the Eucharistic Communion be the light which disperses the darkness, the force which sustains me, the unique joy of my heart. Stay with me, Lord, because at the hour of my death, I want to remain united to You, if not by Communion, at least by grace and love. Stay with me, Jesus, I do not ask for divine consolation, because I do not merit it, but, the gift of Your Presence, oh yes, I ask this of You! Stay with me, Lord, for it is You alone I look for. Your Love, Your Grace, Your Will, Your Heart, Your Spirit, because I love You and ask no other reward but to love You more and more. With a firm love, I will love You with all my heart while on earth and continue to love You perfectly during all eternity. Amen. —Saint Padre Pio of Pietrelcina

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

TechCrunch, Fast Company, Mashable, Inc., Entrepreneur, and countless other publications. LinkedIn and Hacker News abound with job postings: Growth Hacker Needed. Their job isn’t to “do” marketing as I had always known it; it’s to grow companies really fast—to take something from nothing and make it something enormous within an incredibly tight window. And it says something about what marketing has become that these are no longer considered synonymous tasks. The term “growth hacker” has many different meanings for different people, but I’ll define it as I have come to understand it: A growth hacker is someone who has thrown out the playbook of traditional marketing and replaced it with only what is testable, trackable, and scalable. Their tools are e-mails, pay-per-click ads, blogs, and platform APIs instead of commercials, publicity, and money. While their marketing brethren chase vague notions like “branding” and “mind share,” growth hackers relentlessly pursue users and growth—and when they do it right, those users beget more users, who beget more users. They are the inventors, operators, and mechanics of their own self-sustaining and self-propagating growth machine that can take a start-up from nothing to something.

...[I]f the goal is a realistic sustainable future, then it’s necessary to take a look at what we can do to lengthen the lives of the products we’re going to buy anyway. So my ... answer to the question of how we can boost recycling rates is this: Demand that companies start designing products for repair, reuse, and recycling. Take, for example, the super-thin MacBook Air, a wonder of modern design packed into an aluminum case that’s barely bigger than a handful of documents in a manila envelope. At first glance, it would seem to be a sustainable wonder that uses fewer raw materials to do more. But that’s just the gloss; the reality is that the MacBook Air’s thin profile means that its components—memory chips, solid state drive, and processor—are packed so tightly in the case that there’s no room for upgrades (a point driven home by the unusual screws used to hold the case together, thus making home repair even more difficult). Even worse, from the perspective of recycling, the thin profile (and the tightly packed innards) means that the computer is exceptionally difficult to break down into individual components when it comes time to recycle it. In effect, the MacBook Air is a machine built to be shredded, not repaired, upgraded, and reused.

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.